The Culinary Construction Co. name has multiple meanings, all of which are centered on the premise of “building” something better: concepts, spaces, meals, entertainment and most importantly relationships. Culinary plans to execute a strategic plan, which will build better and more sustainable concepts for the economic realities of today’s business environment and beyond.
Four Cornerstones of Culinary Construction Company
The following is Our Philosophy for Licensing vs. Franchising and Concept Creation
Culinary Construction Company is in the business of creating new and/or better restaurant, entertainment and retail businesses out of 2nd generation spaces.
Each Culinary business will have a “Build Your Own” approach or element to its customized concepts. Whether that pertains to menu creation, décor and layout, services, or entertainment; the Managing Partners, Licensee and even the customer will be an interactive partner in the Culinary process. .
We are fostering better relationships with Managing Partners, Landlords, Strategic Partners, Licensees and the Consumer.
We are in business of maximized profits, but not at the expense of our Licensees.
10 Point Strategies for success
1. To build concepts with built-in Points of Differences that will differentiate us from our direct competition.
2. To utilize second generation restaurant/retail/entertainment spaces where the FF&E remains intact in order to minimize the start up costs and ensure a quicker ROI. We will target troubled chains, which are closing units nationwide and have a footprint that is compatible with our concepts. We will partner with real estate development companies and landlords to fill these empty spaces in their portfolios.
3. To fill voids in the marketplace with fresh, new ideas.
4. To create new and better business paradigms in certain market niches based on learning from the failed business strategies of our predecessors.
5. To offer genre specific solutions for existing concepts, which are struggling for market share. We want to recruit the owner/operator of the third or fourth concept in their respective categories to enter the marketplace and show them a clear path to separate themselves from the rest of the pack.
6. To offer retro-fit solutions for disgruntled and embattled Franchisees of struggling concepts. These solutions will allow for a re-conceptualization and re-use of existing FF&E and investment as much as possible. We will target some of the companies on the top 25 worst Franchises to buy list.
7. To facilitate rapid deployment via a Licensing model that is custom fit for each concept and involves the most user friendly, fair and economically viable program in the business.
8. To build concepts that are perceived as being local, while having the security of a national chain in the underpinnings of the concept. We want to mentor our Licensees and allow enough flexibility for the local Owner/Operator to influence at least 25% of the menu mix, marketing strategies, etc. This will re-enforce the perception that this is locally owned and operated business vs. another big corporate giant and make us the preferred Licensor of choice.
9. As much as possible, to create concepts that have a “Build Your Own” beverage, meal or entertainment component as the focal point of the business. This capitalizes on the “Foodie” and “Selfie” movements and the creative mindset of today’s public, while at the same time reduces labor costs and customer dissatisfaction. Some concepts will be specifically designed to not have a “cookie cutter” approach to Trade Dress, layout, etc., which will further enhance the open source, all inclusive and interactive nature of the company.
10. Last, but not least, to develop and operate each concept via a Managing Partner program that is the most aggressive and financially rewarding in the business.
Our ultimate goal is for the Culinary logo to become synonymous with quality and creative dining, much as the Good Housekeeping Seal of Approval was once perceived as the stan-dard for a quality consumer product or service.
